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Section V: ESG Narratives

Los Angeles Urban County Draft for Public Review 2017–2018 Annual Action Plan V-1 April 22, 2017

V. ESG NARRATIVES (AP-90)

A. INTRODUCTION

The Los Angeles Homeless Services Authority (LAHSA) is an independent unit of local government

(a Joint Powers Authority) created by the City and County of Los Angeles. LAHSA was created to

provide leadership, advocacy, planning, and management of program funding within the Los Angeles

Continuum of Care (LA CoC). LAHSA is governed by a ten-member Board of Commissioners, five

of whom are appointed by the Mayor and confirmed by City Council, and one by each of the five

County Supervisors. Per §578.7 of the HEARTH Act, the LA CoC is in the process of revising and

updating its governance structure and accompanying policies and procedures where appropriate.

As a lead entity administering homeless funds, LAHSA is responsible for the planning process for the

LA CoC. The LA CoC comprises the County of Los Angeles except for the cities of Pasadena,

Glendale, and Long Beach which have their own CoCs. The LAHA Commission sets funding priorities

and policy for homeless programs administered by LAHSA.

AVAILABLE FUNDS

The new program year 2017-2018 will begin on July 1, 2017. Total ESG funds available in 2017–2018

is $1,856,207, the same as previous year.

Table V.1 estimates the amounts and percentages of ESG funds to be allocated to activities. The

following are preliminary allocation to eligible activities. Final allocation recommendations will need

to be presented to LAHSA Commission for approval.

HUD requires that the grantee provide a 100 percent match for ESG funding. Funds provided through

County General Funds to LAHSA will provide 100 percent of the match requirement for the ESG

funds.

In addition to the County’s annual ESG allocation, the Executive Director is also requesting authority

from the Board of Supervisors to enter into an agreement with the State of California to receive State

ESG funds in the approximate amount of $2,215,882 to fund programs to assist the homeless. LAHSA

will complete a RFP process to determine the projects that will receive the funding.

Table V.1 Proposed Use of Funds by Activity

Los Angeles Urban County

2017–2018

Eligible Activity Amount Percent

Street Outreach $102,770 5.537%

Emergency Shelter $1,133,649 61.073%

Homelessness

Prevention $0 0%

Rapid Re-Housing $364,086 19.615%

HMIS $116,487 6.276%

Administration $139,215 7.5%

Total $1,856,207 100.0%

V. ESG Narratives (AP-90) B. Use of ESG Funds


B. USE OF ESG FUNDS

LAHSA proposes to use the 2017–2018 ESG allocation to meet the objectives of the Stewart B.

McKinney Homeless Assistance Act as amended by the Homeless Emergency Assistance and Rapid

Transition to Housing Act of 2009 (HEARTH Act) and the homeless needs, goals, and objectives

identified in the Consolidated Plan.

The ESG program ensures that homeless persons have access not only to safe and sanitary shelter but

also to supportive services and other kinds of assistance needed to improve their situations. The

program also intends to reduce homelessness through the funding of rapid rehousing and diversion.

For the first time in twenty years, the Emergency Shelter Grants program was streamlined and

reconfigured by the HEARTH Act. Now named the Emergency Solutions Grants program (ESG), the

intent of the Act is to build upon the existing Emergency Shelter Grants program while placing more

emphasis on homelessness rapid re-housing and prevention activities by expanding eligible activities,

such as housing relocation and stabilization services and short -term rental assistance to prevent people

from becoming homeless and/or assist them to move quickly from homelessness into permanent

housing. HUD has also prioritized the importance of aligning ESG with other HUD programs (CDBG,

HOME, and the Housing Choice Voucher programs).

The HEARTH Act also consolidated the three separate homeless assistance programs (Supportive

Housing Program, Shelter Plus Care, and Moderate Rehabilitation/Single Room Occupancy)

administered by HUD under the McKinney-Vento Homeless Assistance Act into a single grant

program, now called the Continuum of Care Program (CoC).

PROPOSED USE OF ESG FUNDS

Given the shortage of funds for emergency shelter and services and in response to extensive

Countywide public participation in planning, the highest priority for the use of ESG is to strengthen

and enlarge the network and referral systems to emergency beds and services in order to address the

needs of chronically homeless individuals and families, while placing increasing emphasis on

homelessness prevention and rapid re-housing activities.

Six (6) programs are proposed to be funded with ESG funds to meet this priority:

1. Crisis Housing and Services Program

2. Winter Shelter Program

3. Day Shelter and Service Center

4. Emergency Response Team

5. CES for Families

6. Homeless Management Information System (HMIS)

1. Crisis Housing and Services Program

LAHSA released a Request for Proposals (RFP) for this program for the 2015-16 program year with

newly awarded programs which began serving participants on July 1, 2015. The contract term will go

through June 30, 2017. LAHSA reserves the option to renew these contracts for up to two subsequent

program years, contingent on performance, availability of funds, and demonstrated site need. The



programs funded under this component provide short term crisis housing and services that are

integrated with the Coordinated Entry System (CES) for homeless individuals and the coordinated

assessment/access system that is being developed for homeless transition age youth and

unaccompanied minor youth. Crisis housing provides safe, temporary housing and services free of

charge which help homeless individuals and families to stabilize and gain access to the supportive

services and financial assistance they need through the Homeless Family Solutions System (HFSS) or

CES to obtain permanent housing. The length of stay in crisis housing is designed to be flexible to

meet the needs of clients and can range from 2 weeks up to 90 days. On a case-by-case basis, clients

may remain for a period longer than ninety days if they require a longer period to accomplish a specific

goal.

LAHSA selects subrecipients through a competitive Request for Proposals (RFP) process. Through

these programs, the agencies provide a range of services including supportive services, short and

medium term crisis housing for homeless individuals and families.

The measurable outcomes for these programs are:

(1) 90% of households utilizing Crisis Reserve (Bridge) services will exit to temporary or permanent

housing (Emergency Shelter, Transitional Housing, Safe Haven, Permanent Housing) and 20% of

households increase overall income.

(2) 20% of households utilizing the Transitional Age Youth Shelter will exit to temporary or permanent

housing (Emergency Shelter, Transitional Housing, Safe Haven, and Permanent Housing) and 20% of


2. Winter Shelter Program

LAHSA has administered the Winter Shelter Program (WSP) since 1994. The program is funded by

the City and County of Los Angeles with the support of the California National Guard providing shelter

sites at armories. The 2017-2018 Program Year consists of a total of 1,452 beds at 14 sites throughout

the City and County of Los Angeles, one of which is designated specifically for transition age youth

(TAY.) By season end, it is anticipated approximately 4,000 homeless individuals and transition age

youth will be provided with emergency shelter and services.. The WSP offer emergency shelter, two

meals a day, case management, and other supportive services to the most service-resistant persons

experiencing homelessness during the cold and wet weather months in Los Angeles County. Many of

these clients do not typically access shelters and would be left to endure cold and wet weather, if the

WSP did not provide food warmth and other services. Additionally, as a result of increased inclement

weather this season, the Winter Shelter Program is operating Weather-Activated shelters during

extreme weather conditions. These temporary shelters have 24-hour operations when open. Each

2017-2018 WSP program will operate between December 2017 and March 2018, which is an extended

operation period in order to accommodate a colder and more rainy winter than typical in Los Angeles.

LAHSA will continue to administer the WSP in 2017-2018 Program Year, and is looking into

operationalizing 24-hour emergency shelters.

3. Day Shelter & Services Center

LAHSA released a Request for Proposals (RFP) for this program for the 2015-16 program year for

newly awarded programs which began serving participants on July 1, 2016. The contract term will go

through June 30, 201. LAHSA reserves the option to renew these contracts for up to two subsequent



program years, contingent on performance, availability of funds, and demonstrated site need. Day

Shelter & Services Centers are the entry points for many homeless people in the CoC funded system

of services and housing. Newly awarded programs under this RFP component must utilize the CoC

adopted standardized assessment tool for individuals and families and must act as a physical access

point to the CES Lead Agency or the HFSS Family Solutions Center in their Service Planning Area

(SPA) and immediately link homeless individuals and families with the appropriate system. The Day

Shelter & Services Centers are designed to be one-stop full service centers that provide for the

emergency needs of food, clothing, showers, hygiene supplies, transportation, mail and message

service, case management, money management and employment assistance, benefits advocacy and

access to storage, crisis housing and permanent housing. Each client’s eligibility for services is

assessed and documented in accordance with ESG regulations and enrollment and service provision is

tracked in the HMIS system. Once these basic needs are met, the day shelters in conjunction with the

regional CES Lead Agency or HFSS-FSC will provide a range of supportive services and long term

case management in order to focus on gaining residential, emotional, and income stability through

assistance for obtaining shelter, transitional and permanent housing, employment, and medical/health

and/or substance abuse counseling. In addition to the array of services available, clients may remain

at the Day Shelter & Services Center during all the hours that the center is open.

The measurable outcomes for these programs are:

(1) 65% of households utilizing Access Center services will exit to temporary or permanent housing

(Emergency Shelter, Transitional Housing, Safe Haven, and Permanent Housing) and 20% of


4. Emergency Response Team

LAHSA utilizes its Homeless Services Department’s Emergency Response Team (ERT) as one

strategy to outreach and access the needs of homeless individuals and families. The ERT is comprised

of outreach workers who perform street outreach throughout the County of Los Angeles and respond

to requests for assistance from citizens, local businesses, neighborhood groups and legislative offices

to homeless persons residing on the streets. ERT team members work to build trusting relationships

with homeless persons living on the streets and in encampments, perform assessments for homeless

persons in the field, and link them to shelter and supportive services that are appropriate to meet their

needs.

The ERT works in collaboration with Los Angeles County Departments of Mental Health, Public

Social Services, Public Health, Adult Protective Services and Health Services and local service

providers as part of a coordinated approach to divert persons living on the streets to housing (both

temporary and permanent), health, wellbeing, and other resources. The goal of these coordinated

outreach efforts is to ensure targeted interventions with the chronically homeless living in locations

with extensive encampments which may pose health risks to the community. Additionally,

coordination will ensure reductions in duplication of services and more comprehensive geographic

coverage.

In 2016, the City and County Expansion of LAHSA’s ERT program gave the teams the opportunity to

increase geographic outreach coverage, the depth of outreach coverage in already served regions,

improved access to services and emergency housing, immediate access to resources and improved

coordination of services leading to permanent and supportive housing through the Coordinated Entry

System (CES) Program. ERT teams are also providing direct access to the Homeless Families Solution



System (HFSS) programs for homeless families. Additionally, in 2016, the ERT City and County

Expansion allowed for ERT staff to co-locate outreach teams at service providers, CES Regional

Provider facilities, and other strategic locations in all Service Planning Areas (SPA) to increase

outreach and engagement coverage in targeted areas while becoming embedded in communities as an

active partner providing homeless resources in cooperation with community agencies. As of January

2017, LASHA ERT staff are co-located at 9 different sites throughout the county.

The ERT team will continue to conduct these outreach activities in 2017-2018.

5. Coordinated Entry System (CES) for Families

CES for Families provides coordinated resources to regionally-based and community driven systems

for families. The providers of these systems provide much needed services, use standardized

assessments and coordinated housing and service plans to streamline service deliveries and minimize

barriers to obtaining and maintaining permanent housing with a final goal of reducing the length of

homelessness experienced by families in Los Angeles County. Family Solutions Centers (FSCs) are

the primary point of access to CES. Families are screened and targeted towards right-sized housing

interventions in a standardized and coordinated manner.

LAHSA funds 15 agencies and 211 LA County to carry out CES activities. 211 LA County assists

families not currently receiving homeless services connect to the most geographically relevant Family

Solutions Center. Each FSC utilizes the same standardized assessment to determine a family’s housing

need and helps to connect the family to the most appropriate housing option. Crisis housing providers,

inclusive of those funded by LAHSA and other community based crisis housing providers, provide

short-term shelter to families during the housing search process.

LAHSA is leading the CoC in working to continuously improve CES for Families. Now in its fourth

year, CES for Families has significantly increased the integration of programs throughout the County

and provided families who experience homelessness the best opportunity to receive services in their

own local community and rapidly get them back into stable, permanent housing.

CES for Families conducts standardized assessments through the VI-FSPDAT, a heavily validated,

evidence based triage tool. The system was also awarded $5 million to expand the homelessness prevention program which launched in December 2015.

For 2017-2018, LAHSA and subrecipients are looking for creative ways to increase access to rental

units despite a highly competitive market including utilization of a model similar to master leasing.

Some subrecipients have implemented Landlord Partnership Programs designed to increase landlord

participation in the effort to end family homelessness. Subrecipients and LAHSA also regularly attend

local property owner’s association meetings. LAHSA is planning to continue working with local

government offices, including Housing Authorities, Community Development Commissions and the

Board of Supervisors to address not only the lack of available housing stock but the dearth affordable

housing. The Board of Supervisors recently approved an annual investment of $100 million for the creation and rehabilitation of affordable housing in the County.

Additionally, in 2017-2018, LAHSA will continue to work with LACoC stakeholders to expand a

Coordinated Entry System (CES) county-wide. System-level performance measures have been

developed and LAHSA is working with agencies to track and report on these system-level outcomes

V. ESG Narratives (AP-90) C. Written Standards for Provision of ESG Assistance


from HMIS.

ESG primarily funds rapid re-housing activities with the goal of reducing length of stay in crisis

housing and providing housing retention services to clients once they are placed in permanent housing.

ESG-funded activities will include assessment of clients, assigning the most appropriate services

and/or services intervention, support and advisory services such as housing search assistance,

mediation, transportation, and referrals to long-term housing programs and other mainstream

resources. The program also provides financial assistance for security deposits, moving expenses,

utility deposits and payments, and short-term rental assistance.

Through ESG and other leveraged resources including Temporary Aid for Needy Families (TANF),

this system will assist homeless families secure permanent housing throughout the 2017-2018 Program

Year. The entire system is coordinated and monitored by LAHSA’s Family System Integration

Manager who works with providers to prioritize families, monitor rapid exits to permanent housing

and coordinate non-ESG leveraged funding (Section 8 vouchers, First 5 LA funds, LA County

Homelessness Prevention Initiative Funds, Department of Public Social Services CalWORKS

Welfare-to-Work funds).

6. Homeless Management Information System (HMIS)

The Homeless Management Information System (HMIS) is mandated by HUD to provide information

about the demographics, needs, and program outcomes of a jurisdiction’s homeless population. Per the

HEARTH Act, expenditures for HMIS are allowable. Budgeted activities support the mandatory

participation of all ESG recipients. HMIS responsibilities include general system oversight and agency

training on ESG data element requirements, as well as data quality support and data reporting for the

program providers and the CoC. These resources allow the County and LAHSA to comply with the

HEARTH Act regulatory obligation to enter data for all ESG-funded recipients into HMIS and that the

above-mentioned recordkeeping and evaluation requirements are met.

C. WRITTEN STANDARDS FOR PROVISION OF ESG

ASSISTANCE

1. Standardized policies and procedures for evaluating individuals’ and families eligibility for

assistance under ESG.

LAHSA uses a common screening tool called the VI-FSPDAT to provide “right-sized”

intervention (including the types of services needed, amount of services, and a recommended

length of time a participant can receive services) to each household in the Family Solutions

System. City and County-funded FSCs will have an MSW and Housing Stabilization experts

to ensure the appropriate ESG funded intervention for each client in the program, whether

diversion or entry into shelter system followed by rapid re-housing.

2. Standardized policies and procedures for coordination among emergency shelter providers,

essential service providers, homeless prevention and rapid re-housing assistance providers, other

homeless assistance providers, and mainstream service and housing providers.

V. ESG Narratives (AP-90) C. Written Standards for Provision of ESG Assistance


211 LA County serves as an initial access point for families. When a family discloses they are

homeless or are imminently at-risk of homelessness, 211 LA County transfers the caller

directly to the FSC for screening. Families are diverted to other resources such as family and

friends whenever possible. Families who are literally homeless are assisted with securing crisis

housing and meet with an FSC case manager to develop an appropriately-sized housing and

services plan.

Department of Public Social Services has allocated ten (10) Homeless Case Managers to assess

all families in the program for CalWORKS eligibility, assist with resolving sanctions, and

coordinate appointments for clients for other DPSS offices/divisions. The Department of

Mental Health and the Department of Public Health also have outstationed staff at each FSC

to assist in connecting families to any needed mental health or substance use supportive

services needed to help the family stabilize in permanent housing.

City of Glendale and Pasadena will coordinate referrals and help families move back into

original communities.

The program also coordinates referrals with the Supportive Services for Veteran Families

(SSVF) program.

ESG activities leverage case management/housing stabilization funding and services through

County-funded FSC sites. FSC sites will work with/train crisis housing programs in the region

to educate them on rapid re-housing to help reduce lengths of stay and target the appropriate

populations. Site staff will work closely with other County-funded housing and services

programs (each site will have a joint MOU with other programs in the region that provide

housing and services).

3. Standardized policies and procedures for determining and prioritizing which eligible families and

individuals will receive homelessness prevention assistance and which eligible families and

individuals will receive rapid re-housing assistance.

FSCs complete a standardized assessment which includes a housing scoring tool that assists in

the development of the family’s housing plan; and is designed to measure the severity of

housing barriers each individual family faces.

Rapid Re-Housing clients must meet HUD’s Category 1 Literally Homeless or Category 4

Fleeing or attempting to flee domestic violence definitions. Clients must be at or below 30%

AMI and be able to maintain housing once the assistance period ends.

Prevention clients must meet HUD’s Category 2 definition for immediately at-risk of

homelessness. Clients must be at or below 30% AMI. Assistance for homelessness prevention

is currently limited to housing stability assistance which includes housing stability case

management, housing search and placement, and landlord mediation assistance. It does not

include financial assistance.

4. Established standards for determining the share of rent and utilities costs that each program

recipient must pay, if any, while receiving homelessness prevention or rapid re-housing assistance.

The Family Solutions System’s assistance is based on providing “the least amount of assistance

for the least amount of time while providing enough initial support to ensure families are able

to maintain their housing. Families or individuals placed into housing may receive security

deposit equivalent to two (2) months rent, move-in assistance and short-term rental assistance

(families may be eligible to receive up to 6 months of rental assistance with service providers

utilizing a step-down approach to issuing rental assistance to ensure families are able to pay

the full amount of rent at the end of the assistance period.

V. ESG Narratives (AP-90) D. Project Selection, Funding Allocation, and Making Sub-Awards


5. Established standards for determining how long a particular program participant will be provided

with rental assistance and whether and how the amount of that assistance will be adjusted over

time.

The Family Solutions System is designed on a “progressive engagement” model, intended to

provide as little support as needed to divert or re-house households quickly and reserve

resources as much as possible for other households, while allowing for the option of increased

assistance if needed.

The Short-term assistance period is designed to ensure households will be in a position to retain

their housing after the assistance period ends.

Families must score in the low to low-moderate barrier range on the housing scoring tool to be

eligible for rapid re-housing assistance.

6. Established standards for determining the type, amount, and duration of housing stabilization

and/or relocation services to provide a program participant, including limits, if any, on the

homelessness prevention or rapid re-housing assistance that each program participant may receive,

such as the maximum amount of assistance, maximum number of months the program participant

receives assistance; or the maximum number of times the program participant may receive

assistance.

Providers will utilize the standardize assessment and housing scoring tool to help determine

the level of assistance necessary to stabilize the family’s housing crisis. Generally, families

scoring in the low to low-moderate barrier range will be provided with 3-9 months of housing

stabilization case management. Families scoring higher will be referred to interim housing

which provide longer-term stays so that the family will be able to address barriers which impact

their housing stability.

Families qualifying under the prevention component of the FSS are eligible for housing

stabilization case management only.

Families who qualify under the rapid re-housing component will be eligible for security

deposits (not to exceed the equivalent of two (2) month’s rent); rental assistance not to exceed

six (6) months; utility deposits, arrearages, and ongoing payments; rental application fees;

moving assistance; and crisis housing in the form of motel vouchers not to exceed thirty (30)

days.

Families whom the FSC cannot assist due the level of their barriers to housing or due to

insufficient resources at the FSC will work with other community-based providers to ensure

that the family’s housing needs are met.

D. PROJECT SELECTION, FUNDING ALLOCATION, AND

MAKING SUB-AWARDS

PROJECT SELECTION

LAHSA conducts a public procurement process which emphasizes collaboration and partnership

ventures among nonprofit service agencies, housing providers, faith based organizations, philanthropic

organizations and community partners such as the United Way of Greater Los Angeles. Funds are

distributed to agencies using a competitive bid process.



The competitive bid process requires agencies interested in obtaining funding to submit core agency

documents in a Request for Qualification (RFQ) process. Core documents are those basic foundational

items that establish fiscal, organizational, and procedural stability of the agency. Once an agency

successfully submits required documents and passes through the RFQ phase, they are eligible to

participate in the competitive bid process when a Notice of Funding Announcement (NOFA) or

Request for Proposals (RFP) is released. Agencies needing assistance in building greater capacity and

lacking core documents will be directed to LAHSA community partners who can assist these agencies

as needed to build foundational agency capacity.

In response to a NOFA or RFP announcement by LAHSA, agencies may submit a proposal for the

program(s) specified. A Quality Review panel, comprised of identified community experts in the field

of housing and homeless services, review and score proposals submitted based on the scoring criteria

specified in the RFP. LAHSA staff present the finalized list of proposals as recommended for award

by the Quality Review Panel, to the LAHSA Board of Commissioners. Final funding awards are then

approved by the LAHSA Board of Commissioners. The majority of RFPs for LAHSA programs are

released on a three-year cycle. The CoC Program has an annual RFP cycle.

In some instances, local governmental discretionary funds may be required to be spent in a specific

manner in a particular geographic region. In such cases, the funds do not go through a competitive bid

process. Rather, the funder may identify a specific service to be provided, as well as an agency to

provide the service. In such cases, LAHSA facilitates the process by requesting the identified agency

successfully complete a project application and submit the required Core Documents. Once approved,

the project will move to the contract execution phase and the agency is able to provide the requested

services upon execution.

In emergency situations, such as a natural disaster or an emergency agency closure, it is necessary to

deviate from the standard RFP protocol and secure a service provider that can meet the immediate

needs of the community. In such an event, initial consideration will be given to those agencies that

have been assessed as “low risk” as determined by the Fiscal and Programmatic Risk Assessment score

from LAHSA’s Monitoring and Compliance Department. Additional consideration will be given

based on population served, program design, geographic location, and years of experience.

LAHSA’s Policy and Procedures Manual does allow “sole source” contracting when the following

conditions exist:

1. The item or services required is only available from a single source or is copyrighted or legally

owned by the source.

2. The item, supply or professional services required is so specialized or unique so as to make

identification of appropriate competitive bidders extremely difficult or impossible to find.

3. The procurement represents the augmentation of current services provided by specific vendor

and utilization of another source would be impractical and inefficient to the process or

deliverable.

4. The needs of LAHSA are urgent and a formal Request for Bid (RFB) or RFP process would

create significant hardship or jeopardy to LAHSA;

5. An emergency exists that seriously threatens the public health, welfare, or safety of staff or

clients or immediately endangers property.



Review Criteria

The Proposal Evaluation Process is conducted in two (2) phases.

Phase 1 - Request for Qualifications: All timely submissions are submitted for a Qualifications Review

by LAHSA staff. Submissions that meet all LAHSA subcontractor requirements are placed on a list of

eligible proposers for the specified service or housing type. Submissions that do not pass the

Qualification Review process are provided a Qualifications Review debrief, outlining the Qualification

Review findings and offered technical assistance recommendations, as needed, to resolve those

findings.

Phase 2 - Request for Proposals: All proposals received by the submission deadline, and submitted by

Eligible proposers will be submitted for Quality Review. Proposals in the Quality Review phase are

evaluated by a panel of experts. Proposals are scored independently based on the criteria outlined in

the Quality Review section of the RFP. Proposals must receive an aggregate score of 75 points or more

to be recommended for funding. Final Funding Recommendations are made based on the amount of

funding available, demonstrated geographic need, and the amount of proposals that score above the 75

point funding line. Quality Review results and final funding recommendations are posted on the

LAHSA website and presented to the LAHSA Commission for approval.

MAKING SUB-AWARDS

LAHSA subcontracts procured funds to agencies using the competitive bid process described above.

RFP’s issued by LAHSA detail programming and funding source requirements. The application,

appeal, scoring, and award processes are also outlined in the RFP.

Funding Priorities

Priority is placed on funding programs with a permanent housing emphasis and connected to the CoC

Coordinated Entry System(s) for Individuals, Family and Youth. Funding is particularly focused on

rapid re-housing activities, crisis housing activities, homelessness prevention and diversion efforts,

regional coordination and strengthening the prioritization and referral systems that connect homeless

individuals, families and youth to permanent housing and crisis housing services. To increase the

effectiveness of limited resources, LAHSA works with funded programs to closely evaluate each

program and ensure the appropriate amount of support in order to maximize the number of people and

households assisted.

To ensure that the County’s funding priorities align with national goals established in the Federal

Strategic Plan to Prevent and End Homelessness and the HEARTH Act as well as meet the needs of

the LA CoC, LAHSA has adopted Funding Principles that include recommendations from the LA CoC

Coordinating Council (elected leadership of Homeless Coalitions representing each of the

Continuum’s eight Service Planning Areas). These Funding Principles have been approved for

Continuum use by the LAHSA Board of Commissioners. LAHSA is committed to funding LA CoC

programs whose performance closely meets or exceeds the highest performance standards outlined

below:

Programs with a housing emphasis;

Programs that target chronically homeless individuals, veterans, families and youth;



Programs that fully utilize the Homeless Management Information System (HMIS), the LA

CoC system of record; or are committed to fully utilizing HMIS;

Programs must demonstrate current collaboration with the appropriate SPA-based Coordinated

Entry System for the relevant homeless population;

Programs that are outcomes-driven with performance standards that meet or exceed HUD

requirements;

Promote fair-share funding distribution to solve local community homelessness;

Programs that demonstrate community and continuum integration that is part of a “system of

care;”

Programs that are cost effective and reflect a local best practices cost per bed or unit;

Programs that house people from the community in which the facilities are located; and

Programs that demonstrate the ability to be fully operational within a reasonable amount of

time.

Program Design

LAHSA evaluates proposals for a comprehensive program design that outlines a clear approach to

addressing the permanent housing and service needs of the homeless population it intends to serve.

Funded proposals must demonstrate an understanding of program requirements and there must be a

clear link between services and the target population’s advancement towards housing placement and

stability. Proposals are evaluated on originality, the strength of the implementation plan, long term

sustainability, potential for impact on the proposed region, and demonstrated commitment to evidence

based practices utilized in the development of the proposal.

The housing and services provided must directly relate to HUD goals that promote permanent housing

placement, residential stability and increased income in order to prepare homeless persons to live more

independently. LAHSA evaluates the use of supportive services, staffing and supervision plans to assist

the population it proposes to serve in achieving these goals. LAHSA evaluates the appropriateness of

the facility for serving the proposed population in relation to the number of participants sheltered and

served as well as the location of the facility in relationship to community amenities.

Past Performance

The proposer’s past performance under other LAHSA funded contracts and previous federal and local

awards are taken into consideration during both Threshold and Quality Review. LAHSA evaluates the

proposed projects based on the proposer’s ability to meet performance outcomes. Programs that

demonstrate the ability to fully utilize the resources available in past grants and who meet or exceed

performance outcomes achieve higher scores than programs that do not. Proposers agree that the LA

CoC HMIS System, or a comparable HUD approved system of record, is the primary source of

verification of performance and outcome data for programs funded by HUD.

Proposer Experience and Capacity

LAHSA will evaluate the capacity of the proposer, collaborators, partners, and key subcontractors to

implement and administer the proposed project while adhering to ESG regulations and serving eligible

populations. Both the fiscal and programmatic capabilities of the proposer will be considered, as well

as the proposer’s demonstrated capacity to enter into a large government contract. Beyond the length

of time providing service to homeless populations in general, LAHSA will look at the proposer’s



experience working directly with the targeted population and its experience directly related to carrying

out the proposed project.

Program Budget/Cost Efficiency/Financial Stability

Each program must submit a proposed budget that covers the grant term. Budgets are assessed for

feasibility, cost-effectiveness, and reasonableness. LAHSA also evaluates the degree to which

requested ESG funds are leveraged with other sources of funds in the delivery of overall program

services. LAHSA evaluates cost effectiveness by comparing the amount requested to the number of

minimum households served and/or the level of services provided. LAHSA utilizes its Monitoring and

Compliance Unit’s Programmatic Risk Assessment to measure fiscal stability. If no risk assessment

has been performed, the Core Documents will be used to assess fiscal stability.

Continuum of Care Integration

LAHSA evaluates proposed projects on consistency with funder objectives, integration with the

Consolidated Plan of the proposer’s jurisdiction. Proposals are evaluated on the potential of impact on

the proposed region, how the proposed project fits into and meets the unmet need in the CoC, as well

as the extent to which the proposed project is integrated and coordinated with other service and housing

providers within the region. This evaluation includes an assessment of linkages with other components

in the continuum, including coordinated assessment and intake efforts, within the proposer’s agency

or with other agencies within the CoC.

Programs must be integrated with the local Coordinated Entry System (CES) for Individuals, the

Homeless Families Solutions System (HFSS) or the coordinated entry planning efforts for youth to

ensure effective engagement of the targeted population. Organizations need to demonstrate active

participation in local homeless coalitions. Proposers must demonstrate that they will work closely with

HOPWA Regional Offices to serve and/or refer any eligible homeless Persons Living with HIV/AIDS

(PLWHA).

Homeless Management Information System (HMIS) Participation

All projects recommended for funding are required to participate in the LA CoC HMIS implemented

by LAHSA, or participate in a comparable HUD approved system, and adhere to all the implementation

guidelines developed under HMIS. For service providers currently utilizing HMIS, LAHSA will

evaluate the proposers’ HMIS data entry and data quality standards. If the proposer is not currently

using HMIS, LAHSA will evaluate the proposers’ ability and willingness to comply with the technical

and program standards necessary to operate HMIS. Agencies serving victims of domestic violence may

use an equivalent alternative system with identical data sets or partial identifying data with coded

naming conventions.

Facility

LAHSA evaluates the appropriateness of the facility for serving the proposed population and the

number of participants served, as well as the location of the facility in relationship to community

amenities. The proposer must identify a site that will be available for administration of the grant, or for

the provision of supportive services, throughout the contract period, and evidence of site control must

be submitted with the proposal. The Proposer’s compliance with the Americans with Disabilities Act

of 1990 and any amendment thereto, in the areas of program access, physical access, communications

access, employment practices and any reasonable accommodation process in place for persons with

V. ESG Narratives (AP-90) E. Summary of Consultation Process


disabilities (for employees, program participants, and the public) will be evaluated. LAHSA will also

evaluate the proposer’s past experience in resolving ADA complaints in a timely manner.

Program Readiness

A proposer’s ability to implement the program upon award of the grant is evaluated, the length of

time between grant award and program implementation is critically important. Project readiness

begins at the earliest date the program will engage, serve, and house participants.

E. SUMMARY OF CONSULTATION PROCESS

LAHSA's mission is to support, create and sustain solutions to homelessness in Los Angeles County

by providing leadership, advocacy, planning, and management of program funding. As the lead entity

administering homeless funds, LAHSA is responsible for the planning process for the Los Angeles

Continuum of Care (LA CoC). The LA CoC is comprised of the City of Los Angeles and the County

of Los Angeles, except for the cities of Pasadena, Glendale and Long Beach which have their own

Continua of Care. The LAHSA Commission sets funding priorities and policy for homeless programs

administered by LAHSA. The LAHSA Commission and its Programs and Evaluations, Policy and

Planning, and Finance, Contracts and Grants Committees hold public monthly meetings throughout

the year. The ten member Board of Commissioners consists of five members appointed by the Mayor

and confirmed by City Council, and one by each of the five County Supervisors. The Commission also

works closely with the Los Angeles Continuum of Care (LA CoC) Coordinating Council to develop

policy and planning priorities as well as assists LAHSA on the development of scoring criteria for new project submissions to the U.S. Department of Housing and Community Development (HUD).

The Coordinating Council was established in 2009 to enhance and empower local community

participation in the grant process for McKinney-Vento Homeless Assistance Act funding throughout

the LA CoC. Prior to the establishment of the Coordinating Council, the McKinney-Vento award

process was overseen by Housing Authorities and the LAHSA Commission with limited community

participation and input. As noted above, per §578.7 of the HEARTH Act, the LA CoC is in the process

of revising and updating its governance structure and accompanying policies and procedures where

appropriate. The LA CoC has developed Written Standards for the provision of services with, and

prioritization of Emergency Solutions Grant (ESG) funding. These standards were approved by the

LAHSA Commission at the end of September 2015. The LA CoC is also convening local and national

partners to develop a new governance structure..

Additionally, there is a newly formed Los Angeles Regional Homelessness Advisory Council (RHAC)

which began convening in February 2017. The RHAC was formed as a joint strategic effort by the City

of Los Angeles and the County’s Homeless Initiative. It has no governing functions, however the

forthcoming Los Angeles Continuum of Care (LA CoC) Board will be housed under the RHAC with

delegated authority by the LAHSA Commission to meet certain federally-mandated CoC requirements.

A committee of the RHAC will provide recommendations on establishing bylaws for the new LA CoC

Board, including establishing a nominating process and selecting the Board’s first members. The LA

CoC Board is expected to begin convening in June 2017, following the sunset of the LA CoC

Coordinating Council in May 2017.



To implement the Consolidated Plan project objectives, LAHSA coordinates with CoC housing and

service providers as well as city and county agency departments and other CoC stakeholders to ensure

the effective and efficient provision of housing and services to homeless individuals and families.

LAHSA also works in the eight Service Planning Areas (SPAs) on a regular basis to identify and

address the most critical needs in each community and provide information and technical assistance

on national leading practices as well as policy and funding issues. This includes:

Organizing and facilitating 10 SPA-wide Continuum of Care meetings quarterly

Organizing and facilitating monthly meetings for the Continuum's Coordinating Council

(elected leadership of homeless coalitions)

Attending and presenting information and trainings on trends, best practices and legislation to monthly homeless coalition meetings (approximately 150 meetings per year)

Following the Federal Strategic Plan, Opening Doors, the LA CoC has prioritized three key goals:

ending chronic homelessness; preventing and ending veteran homelessness; and preventing and ending

homelessness for families, youth, and children. LAHSA requires all applicants for new CoC funding to allocate 100% of their units to the chronically homeless.

LAHSA hosts quarterly meetings with the five entitlement cities (Compton, El Monte, Inglewood,

South Gate and Pomona). In 2017-2018 LAHSA had discussions with these jurisdictions to organize

coordination efforts and ensure the best possible collaboration to strengthen the LA CoC. For 2017-2018 LAHSA and entitlement cities have been coordinating on five policy priorities:

Increasing and diversifying stakeholder participation in the LA CoC

Redesigning the LA CoC Governance structure

Aligning the LA CoC planning process

Increasing coverage and data quality in HMIS

Engaging and informing community stakeholders of federal policy changes and impacts

To develop and implement the Coordinated Entry System (CES) for individuals and families, LAHSA

and the LA CoC consulted and coordinated closely with Los Angeles County Departments of Mental

Health (DMH), Public Health (DPH), and Public Social Services (DPSS). DPSS funds approximately

$14.3 million in homeless services program funding for CES for Families through their CalWORKs

Single Allocation, Housing Support Program (HSP), and Fraud Incentive programs.

In December 2015, a homelessness prevention pilot totaling $2 million was awarded from the Board

of Supervisors. The Los Angeles County Homeless Initiative, Strategy A1, was modeled after this

homeless prevention pilot program. Through Strategy A1, LAHSA and DPSS will co-lead an

integrated homeless prevention program for families which draws on CES for Families and other prevention models, and builds on County homeless prevention funding sources.

LAHSA also hosts a regular monthly CES for Families Collaborative as well as biweekly management

meetings to solicit provider feedback regarding the use of ESG funding. Provider feedback has already

resulted in several programmatic enhancements to both the rapid re-housing program component and the coordinated access component.



LAHSA will continue to work closely with the Los Angeles County Department of Children & Family

Services (DCFS), Department of Health Services (DHS), Department of Mental Health (DMH), and

the Los Angeles County Sheriff's Department who all have requirements stipulated by State law or

County regulations requiring effective discharge planning and specific transition plans to ensure that

individuals and families are not discharged into homelessness. The CDC has consulted with the CoC

to determine how to allocate ESG funds for eligible activities such as developing the performance standards; and policies and procedures for the operation and administration of the HMIS.

Specifically, the CDC consulted with the LAHSA Commission, which has been designated as the lead

governing body of the CoC. The ten member Board of Commissioners consists of five members

appointed by the Mayor and confirmed by City Council, and one by each of the five County

Supervisors.

Homeless Participation

As described above, the newly formed Los Angeles Regional Homelessness Advisory Council

(RHAC) began convening in February 2017. The makeup of the RHAC includes two people with lived

experience of homelessness. This body will provide recommendations for the new LA CoC Board,

including establishing a nominating process and selecting the Board’s first members.

Also, as part of the Los Angeles County Homeless Initiative, LAHSA convened a series of focus

groups from October to December 2015. The focus groups included current and former homeless

individuals representing an array of demographic subgroups and geographic spread to actively

participate in providing feedback and recommendations to inform the County’s homeless strategy

development. The focus groups discussed policy and program barriers to stable housing, gaps in

supportive services and resources, and recommended solutions to barriers identified. The most

common themes of challenges identified related to prevention, barriers to accessing services, and a

lack of coordination or exit strategies when exiting institutions. Recommendations included; using a

Housing First approach, increased integration of services, and a need to focus on homeless prevention.

The findings and recommendations of the homeless focus groups were presented to the LAHSA

Commission and will be used to guide policy and planning efforts in 2017-2018.

Furthermore, LAHSA continues to engage focus group participants in order to provide an enduring

forum for people with lived experience to provide input on the work LAHSA and County agencies are

doing to combat homelessness. The group has met five times since the passage of the Homeless

Initiative strategies, providing valuable input on issues such as the development of the LA County

Sheriff’s Department First Responders Training, among others. Beginning in February 2017, the group

will meet monthly in order to allow for more opportunities to advise on the many initiatives being

implemented throughout the county.

Additionally, homeless and formerly homeless individuals and families participate in the public

monthly Policy and Planning Committee meetings, the Programs and Evaluations Committee meetings

and the full Commission meetings.

V. ESG Narratives (AP-90) F. Performance Measures


F. PERFORMANCE MEASURES

The performance outcomes LAHSA utilizes to evaluate programs are based on a combination of

federal sources and regulations, best practices, and continuum priorities. These standards are further

developed by service providers and community members in a process facilitated by LAHSA staff.

Finalized performance outcomes are presented to the LAHSA Commission for approval and adoption

annually. The table below details the ESG performance measures by project type.

Table V.2

Performance Measures Los Angeles Urban County

2015-2016 Performance Standard Applies To

Placement of those served into Emergency

Shelters, Transitional Housing, Safe Havens, or

Permanent Housing. CoC goal: 65%.

Day Shelters

Street Outreach

Placement of those served into Permanent

Housing. CoC goal: 25%. Street Outreach

Connection of those with physical disabilities,

developmental disabilities, chronic health

issues, HIV/AIDS, mental health issues, and/or

substance abuse issues to services that address

those conditions. CoC goal: 35%

Street Outreach

Bed / unit utilization rates. CoC goal: 95% Emergency Shelters

Placement of those exited into Permanent

Housing. CoC goal: 70% Emergency Shelters

Increasing income from mainstream benefits or

employment. CoC goal: 20% Emergency Shelters

Of those Exiting to Permanent Housing, minimize

Returns to Homelessness: 10% Emergency Shelters

Placement of those served into Permanent

Housing. CoC goal: 85%. Rapid Re-Housing

Permanent Housing Placement within 90 Days.

CoC goal: 70%. Rapid Re-Housing

Of those Exiting to Permanent Housing, minimize

Returns to Homelessness: 10% Rapid Re-Housing

Increase Income from all sources: 20% Rapid Re-Housing

Complete and accurate HMIS data entered by

providers. CoC goal: 95% All programs

In addition, LAHSA has implemented a quarterly report that uses HMIS to track:

Housing placement

Bed occupancy and turnover rates

Length of time in program

Return to Homelessness

Diversion from emergency shelters

Service linkages for those with specific barriers

Employment rates

Mainstream benefit rates

Data Quality

V. ESG Narratives (AP-90) F. Performance Measures


Finally, LAHSA has developed a set of funding principles that outline overall performance standards

for all funded programs. These standards are used to help determine whether a potential or currently

funded program is meeting the needs of the CoC. These standards evaluate the extent to which each

program:

Emphasizes housing

Targets its services to the chronically homeless, veterans, families, and youth

Successfully places clients into permanent supportive housing

Meets the HUD performance standards of placement in permanent housing and increased

income from all sources.

Helps solve local and regional homelessness

Demonstrates integration into the system of care of its community and the CoC

Is cost effective